For implementing transformational change successfully across the organization, the organizational head requires a collaborative participation and involvement from the key stakeholders or from the cross functional teams. Four research themes or issues common to all change efforts are discussed: (a) content issues, which largely focus on the substance of contemporary organizational changes; (b) contextual issues, which principally focus on forces or conditions existing … This review selectively examines the theoretical and empirical organizational change literature over the past nine years (1990–early 1998). PDF | The paper aims to review the dominating literature and recent findings on leadership phenomenon and its role in organizational change. Judge, Thoreson, Pucik, and Wel-bourne (1999) noted that much of extant theory and research on organizational change takes a macro, or systems-oriented, ap-proach. Without mutual respect (Duck, 1993 and Kotter, 1995) and collaboration, it is difficult to realize the objectives of organizational change. Hypotheses derived from this model focus on the relationships among planned change interventions and three classes of organizational variables, assessing work settings, individual behavior, and organizational outcomes. Work setting factors Organizing arrangements Social factors Physical setting This study employed meta-analytic procedures to evaluate the potential validity of a model of planned organizational change. Models and theories Contd.. Jerry Porras Peter Robertson Porras & Robertson Model of Organizational Change OD interventions alter features of the work setting causing changes in individuals’ behaviors, which in turn lead to individual and organizational improvements. The aggregated results … It is … The work setting plays a central role in this model and consists of four factors. Organizational change is a complex, uncertain and difficult process that requires careful planning and thoughtful analysis.
Hypotheses de- rived from this model …

a. Research in Organizational Change and Development. Porras and Robertson Model This model states that OD Interventions alter features of work setting causing changes in individual and organizational improvements. the Porras and Robertson Model of Organizational Change (Porras and Robertson, 1992), which proposes that changes to individual behaviour can be stimulated through the use of OD interventions to modify features of the work …

Work setting factors Organizing arrangements Social factors Physical setting Technology 1 2 3 4 Internal and External Factors of Change c. Skills of Change Agent d. Resistance to Change 3. A Three Stage Model of the Change Process (Kurt Lewin and others) b. Burke-Litwin Model of Organizational Change c. Porras-Robertson Model of Organizational Change 4. Process of Organization Development a. reviews, see Armenakis & Bedeian, 1999; Porras & Robertson, 1992). A Theoretical Framework of Planned Organizational Change For insights on how OD interventions can affect long-term organizational effectiveness, we draw on Porras and Robertson’s model of planned organizational change (Porras, 1987; Porras & Robertson, 1992), which has been well established in the literature and Track 4 : Develops revised strategy plan for organization Track 5 : Establishes performance based reward system Porras & Robertson Model of Organizational Change Jerry Porras & Peter Robertson - OD interventions alter features of the work setting causing changes in individuals ‘behaviors, which in turn lead to individual and organizational Peter J. Robertson, Darryl R. Roberts, Jerry I. Porras. Jerry I. Porras (born September 20, 1938) is an American organizational theorist, Lane Professor Emeritus of Organizational Behavior and Change at the Stanford University Graduate School of Business.He is best known as co-author of the 1994 bestseller Success Built to Last: Creating A Life That Matters, written with James C. Collins • This adaptive response is often focused on the alteration of relatively clearly defined and narrow segments of the organization. DYNAMICS OF PLANNED ORGANIZATIONAL CHANGE: ASSESSING EMPIRICAL SUPPORT FOR A THEORETICAL MODEL PETER J. ROBERTSON University of Southern California DARRYL R. ROBERTS Stanford University JERRY I. PORRAS Stanford University This study employed meta-analytic procedures to evaluate the potential validity of a model of planned organizational change. What is surprising, however, is the paucity of research on employee reactions to change. 7, Pages 1 ... Jerry I. Porras, Peter Robertson 1991.

Greenwich: JAI Press, 1993, Vol. Models of Change a. Porras & Robertson Model • Unplanned change is change that originates outside of the organizational system and to which the organization must respond. resulted as failures (Porras and Robertson: 1987), While Indian economy is all set to integrate itself into the global economy, the up-gradation and modernization of civil aviation infrastructure and its efficient use have assumed critical importance in the country.

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